Alliance Formation and Firm Value

Published Online:https://doi.org/10.1287/mnsc.2017.2954

References

  • Abrahamson E (1996) Management fashion. Acad. Management Rev. 21(1):254–285.CrossrefGoogle Scholar
  • Ahuja G (2000) Collaboration networks, structural holes, and innovation: A longitudinal study. Admin. Sci. Quart. 45(3):425–455.CrossrefGoogle Scholar
  • Amir R (2005) Supermodularity and complementarity in economics: An elementary survey. Southern Econom. J. 71(3):636–660.CrossrefGoogle Scholar
  • Anand B, Khanna T (2000) Do firms learn to create value? The case of alliances. Strategic Management J. 21(3):295–315.CrossrefGoogle Scholar
  • Bajari P, Benkard CL (2005) Demand estimation with heterogeneous consumers and unobserved product characteristics: A hedonic approach. J. Political Econom. 113(6):1239–1276.CrossrefGoogle Scholar
  • Banerjee A (1992) A simple model of herd behavior. Quart. J. Econom. 107(3):797–817.CrossrefGoogle Scholar
  • Barringer BR, Harrison J (2000) Walking a tightrope: Creating value through interorganizational relationships. J. Management 26(3):367–403.CrossrefGoogle Scholar
  • Becker G (1973) A theory of marriage: Part I. J. Political Econom. 81(4):813–846.CrossrefGoogle Scholar
  • Bikhchandani S, Hirshleifer D, Welch I (1992) A theory of fads, fashion, custom and cultural change as information cascades. J. Political Econom. 100(5):992–1026.CrossrefGoogle Scholar
  • Cabral L (2003) R&D competition when firms choose variance. J. Econom. Management Strategy 12(1):139–150.CrossrefGoogle Scholar
  • Chade H, Eeckhout J, Smith L (2017) Sorting through search and matching models in economics. J. Econom. Literature 55(2): 493–544.CrossrefGoogle Scholar
  • Chung S, Singh H, Lee K (2000) Complementarity, status similarity and social capital as drivers of alliance formation. Strategic Management J. 21(1):1–22.CrossrefGoogle Scholar
  • Cohen W, Levinthal DA (1990) Absorptive capacity: A new perspective on learning and innovation. Admin. Sci. Quart. 35(1): 128–152.CrossrefGoogle Scholar
  • Damodaran A (2005) The value of synergy. Technical report, Stern School of Business, New York University, New York.Google Scholar
  • Doz YL, Hamel G (1998) Alliance Advantage (Harvard Business School Press, Boston).Google Scholar
  • Dyer J, Singh H (1998) The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Acad. Management Rev. 23(4):660–679.CrossrefGoogle Scholar
  • E&Y (2016) Industry redefined: Convergence means survival of the fittest. The Upside of Disruption—Megatrends Shaping 2016 and Beyond, Chap. 9 (E&Y, London), https://betterworkingworld.ey.com/digital/8-megatrends-driving-disruption.Google Scholar
  • Gale D, Shapley L (1962) College admissions and the stability of marriage. Amer. Math. Monthly 69(1):9–15.CrossrefGoogle Scholar
  • Gans JS, Ryall MD (2016) Value capture theory: A strategic management review. Technical report.Google Scholar
  • Ghemawat P (1991) Commitment (Free Press, New York).Google Scholar
  • Gomes-Casseres B (2006) How alliances reshape competition. Shenkar O, Reuer JJ, eds. Handbook of Strategic Alliances (Sage Publications, Thousand Oaks, CA).CrossrefGoogle Scholar
  • Gretsky NE, Ostroy JM, Zame WR (1992) The nonatomic assignment model. Econom. Theory 2(1):103–127.CrossrefGoogle Scholar
  • Gulati R (1998) Alliances and networks. Strategic Management J. 19(4):293–317.CrossrefGoogle Scholar
  • Gulati R, Singh H (1998) The architecture of cooperation: Managing coordination costs and appropriation concerns in strategic alliances. Admin. Sci. Quart. 43(4):781–814.CrossrefGoogle Scholar
  • Gundlach GT, Achrol RS, Mentzer JT (1995) The structure of commitment in exchange. J. Marketing 59(1):78–92.CrossrefGoogle Scholar
  • Harrigan KR (1988) Joint ventures and competitive strategy. Strategic Management J. 9(2):141–158.CrossrefGoogle Scholar
  • Hawk A, Pacheco-de Almeida G, Yeung B (2013) Fast-mover advantages: Speed capabilities and entry into the emerging submarket of Atlantic Basin LNG. Strategic Management J. 34(13):1531–1550.CrossrefGoogle Scholar
  • Hymer S (1976) The International Operations of National Firms: A Study of Direct Foreign Investment (MIT Press, Cambridge, MA).Google Scholar
  • Kale P, Singh H (2009) Managing strategic alliances: What do we know now, and where do we go from here? Acad. Management Perspect. 23(3):45–62.CrossrefGoogle Scholar
  • Kale P, Dyer J, Singh H (2002) Alliance capability, stock market response, and long-term alliance success: The role of the alliance function. Strategic Management J. 23(8):747–767.CrossrefGoogle Scholar
  • Lane PJ, Lubatkin M (1998) Relative absorptive capacity and interorganizational learning. Strategic Management J. 19(5):461–477.CrossrefGoogle Scholar
  • Lieberman MB, Montgomery DB (1988) First-mover advantages. Strategic Management J. 9(S1):41–58.CrossrefGoogle Scholar
  • Lin C, Wu YJ, Chang C, Wang W, Lee CY (2012) The alliance innovation performance of R&D alliances—The absorptive capacity perspective. Technovation 32(5):282–292.CrossrefGoogle Scholar
  • Milgrom P, Roberts J (1995) Complementarities and fit: Strategy, structure, and organizational change in manufacturing. J. Accounting Econom. 19(2–3):179–208.CrossrefGoogle Scholar
  • Mindruta D (2009) Markets for research: A matching approach to university-industry research collaborations. PhD dissertation, University of Illinois at Urbana–Champaign, Champaign, IL.Google Scholar
  • Mowery DC, Oxley JE, Silverman BS (1996) Strategic alliances and interfirm knowledge transfer. Strategic Management J. 17(S2): 77–91.CrossrefGoogle Scholar
  • Mueller DC (1986) Profits in the Long Run (Cambridge University Press, Cambridge, UK).CrossrefGoogle Scholar
  • Oxley J, Sampson RC, Silverman BS (2009) Arms race or détente? How interfirm alliance announcements change the stock market valuation of rivals. Management Sci. 55(8):1321–1337.LinkGoogle Scholar
  • Pakes A (1987) Mueller’s profits in the long run. RAND J. Econom. 75(2):319–331.CrossrefGoogle Scholar
  • Park SH, Ungson GR (1997) TThe effect of national culture, organizational complementarity, and economic motivation on joint venture dissolution. Acad. Management J. 40(2):279–307.Google Scholar
  • Powell WW, Koput KW, Smith-Doerr L (1996) Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology. Admin. Sci. Quart. 41(1):116–145.CrossrefGoogle Scholar
  • Rothaermel FT, Boeker W (2008) Old technology meets new technology: Complementarities, similarities, and alliance formation. Strategic Management J. 29(1):47–77.CrossrefGoogle Scholar
  • Royden H (1968) Real Analysis, 2nd ed. (MacMillan Publishing, New York).Google Scholar
  • Ryall MD, Sampson RC (2009) Formal contracts in the presence of relational enforcement mechanisms: Evidence from technology development projects. Management Sci. 55(6):906–925.LinkGoogle Scholar
  • Shah RH, Swaminathan V (2008) Factors influencing partner selection in strategic alliances: The moderating role of alliance context. Strategic Management J. 29(5):471–494.CrossrefGoogle Scholar
  • Shapley LS, Shubik M (1972) The assignment game I: The core. Internat. J. Game Theory 1(1):111–130.CrossrefGoogle Scholar
  • van Zwet WR (1964) Convex transformations: A new approach to skewness and kurtosis. Statistica Neerlandica 18(4):433–441.CrossrefGoogle Scholar
  • Waring G (1996) Industry differences in the persistence of firm-specific returns. Amer. Econom. Rev. 86(5):1253–1265.Google Scholar
  • Wiggins R, Ruefli T (2005) Schumpeter’s ghost: Is hypercompetition making the best of times shorter? Strategic Management J. 26(10):887–911.CrossrefGoogle Scholar
  • Zaheer S (1995) Overcoming the liability of foreignness. Acad. Management J. 38(2):341–363.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.